Published on January 30, 2014
Performance Appraisals “If you wish to achieve worthwhile things in your personal and career life, you must become a worthwhile person in your own development” Brian Tracey 1
Objectives • • • • • What Our process What makes a good appraisal? Objectives and goal setting Feedback 3
What Performance development cycle • Two-way feedback • Discuss progress / setbacks • Update objectives • Objectives and indicators • Discuss expectations and development needs Performance development planning Reward and recognition • Investment in staff • Motivation and trust On-going discussion Performance development review • • • • Review previous performance Discuss development opportunities Career aspirations Performance rating(s) 4
Our process October Early – Mid October • Employees to complete "Employee Only" sections on Octopus HR and notify Manager. November Mid – End October • Manager to complete ‘Manager’ sections on Octopus HR. • Arrange meeting with Head of HR to confirm ratings. Early – End November • One-to-One meetings to be arranged by Managers • Manager to communicate rating to employee and provide feedback. • Online documents to be completed and signed off by Managers/Employees • HR to be advised by Managers when complete 5
What makes a good appraisal? • • • • Planning Feedback (give and take) Setting objectives (SMART) Effective communication (active listening, questioning) 6
Objectives and goal setting • • • • What is a goal/ objective? What is the difference between the two? How do they relate? Why do they matter? 7
Objectives and goal setting Goals • • • • • • • Primary and important Large in size The end The result The whole Longer term SMART What you will do (includes measures) Steps to achieve goal Objectives • • • • • • • Sub-goals Medium or small in size The means to the end The steps Part of the whole Shorter term SMART 8
Objectives and goal setting: An example Step 1: Goals Step 2: Objectives Goal Goal (Specific) Measures Objectives (sub goals) • Increase clients • I have X number of new clients per month by Dec 2012 • Using networking events • £5000 profit a month in sales and commissions etc... • I will attend X number of network events per month • I will record new client details 9
Objectives and goal setting Step 3: Make them SMART Specific • state exactly what is to be achieved Measurable • capable of measurement –to determine progress Attainable • realistic given the circumstances and the (Specific) Goal resources available Relevant • to the people /role responsible for Measures achieving them Timed • with a realistic time-frame in mind 10
Objectives and goal setting: Overall Step 1 • Goal (what) • Specific goal • Measures Step 2 • Objectives (How) Step 3 • Make them SMART 11
Assessing contribution •Compare evidence with set objectives •Compare to JD and person specification •SWOT analysis 12
Feedback types • Negative - corrective comments about past behaviour. These are things that didn’t go well. • Positive - affirming comments about past behaviour. These are things that went well and need to be repeated. • Constructive – can be negative, positive or neutral. Gives suggestions for improvement. 13
Dealing with developmental feedback • • • • • • Question ‘How can I do better’? Actively seek it, various sources Get specifics / examples Focus on solutions Positive attitude Be thankful 14
Objectives • • • • • What Our process What makes a good appraisal? Objectives and goal setting Feedback 15
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